1、采购管理中的供应商关系管理外文翻译可编辑采购管理中的供应商关系管理外文翻译（可编辑）采购管理中的供应商关系管理外文翻译 外文翻译 原文 Determining the Purchase Situation: Cornerstone of SupplierRelationship Management Material Source: google scienceAuthor: Evi Hartmann Thomas Ritter Abstract:Purchasing has moved to the agenda of senior management reflecting an incr
2、easing strategic attention to benefits that can be gained from management of and cooperation.with suppliers. Modern purchasing approaches reflect this changing emphasis towards the importance of quality and innovativeness of suppliers as opposed to pure price negotiations. However, different approac
3、hes are suitable for different purchase situations,for the specific circumstances the buying firm is in. Detailed evaluation and analysis of the purchase situation are even more crucial to a companys sustainable success since new ways of interacting such as electronic marketplaces are developing fas
4、t and changing the way firms work together. In this paper, the authors structure different classification models of purchase situations by identifying the underlying dimensions. Based on the literature review the authors have grouped the indicators in four dimensions. Then by combining these dimensi
5、ons an overall integrated classification model is developed. Finally, suggestions for future research are discussed. Introduction The field of purchasing has evolved significantly in the last two centuries. The growing pressure of global competition and less internal value-creation has led to the re
6、cognition that purchasing is an important contributor to a firms competitive advantage by both academics and practitioners. An appropriate sourcing strategy can contribute significantly to increase profitability, market share and technological innovation. This increased importance of purchasing rela
7、tes to different reasons as cost, quality and technology.Because purchase costs account on average for more than 40% of total expenses they are clearly a major area for potential cost savings. The present invention relates to a system and method for a Commercial credit card. Credit cards operate by
8、having the enabling buyers and sellers of goods to transact with each institution issuing the credit card, the merchant bank, proother. More particularly, the present invention provides. Besides cost benefits purchasing and supply management has a major impact on quality. Companies have tended to co
9、ncentrate on their core competencies with the aim to increase effectiveness and efficiency Hamel, Prahalad 1995. The need to nurture core competences has lead to an increased emphasis on outsourcing Venkatesan 1992. This development reduced a companys internal added value in the product value chain
10、to its core competences and at the same time the suppliers influence on quality increased to a dominant role. A further lever for an increased importance of purchasing is the extremely short life cycle of new technology. Companies focus on highly customized supplies instead of purchasing commodities
11、. They hand-over product responsibility and risk to their suppliers to cope with increased product development pressure. Early and extensive supplier involvement shortens the product development process and is an important source of innovation von Hippel 1988, Bozdogan, Deyst, Hoult, Lucas 1998. The
12、 focus of attention has shifted to the significance of co-operative buyer-seller relationships to“enable purchasing to support a firms strategic positioning” Harland, Lamming, Cousins 1999, p. 659. Based on these trends one of the most important objectives of the purchasing function is the developme
13、nt of a supplier network, since a firms ability to produce a quality product at reasonable cost and in timely manner is mainly influenced by its suppliers capabilities Hahn, Watts, Kim 1990. Firms conclude that they will more readily attain long-term cost reduction by forming closer working relation
14、ships with “key” suppliers Harland, Lamming, Cousins 1999. But partnering in general is not the solution for success because of related costs, high resource intensity and risk of dependency. The relationships need to be adapted to the specific purchase situation. Depending on different external cont
15、ingencies the appropriate relationship type should be developed with different governance structure and relational design. Bensaou 1999 showed that firms “balance a portfolio of different types of relationships rather than rely on one type” which leads to the key question: Which kind of supplier coo
16、peration needs to be established in which purchasing situation to contribute to the success of a company? Or in other words, under which circumstances should a firm try to establish a relationship with its suppliers? The appropriate analysis of the purchasing situation is even more important since t
17、he establishment of electronic marketplaces and web-supported trading Kaplan, Sawhney 2000, which builds a new dimension for purchasing with reduced interpersonal contact but transactional focus. In a nut shell e-trade offers an even more different approach to do business and as such the decision of
18、 how to interact with the supplier base or parts thereof becomes more critical. In the literature various dimensions for structuring the purchasing situation have been developed, although an integrated model is missing Cousins, Spekman 2000, M?ller,F?rr?nen 2000, Dyer, Fr?hling 1999, Cho, Chu 1998,
19、Metcalf, Frear 1993, Hubmann,Barth 1990, Mller 1990, Witt 1986, Bogaschewsky, Rollberg 1999, Baumgarten, Wolff 1999, Wildemann 1999, Mittner 1991, Kraljic 1983, Elliott, Glynn 2000, Bensaou, 1999,Cannon, Homburg, Willauer 1998, Olsen, Ellram 1997, Krapfel, Salmond, Spekman1991, Lamming, Cousins, Not
20、man 1996 etc. This paper tries to integrate several aspects by building a systematic and consistent framework, which enables managers to identify the appropriate purchasing strategy depending on the situational circumstances. The paper is organized as follows: Firstly, we provide an overview of the
21、literature on classification and portfolio models of supplier relationships by developing a conceptual framework. Then, based on this literature classification by synthesizing all aspects an integrated classification model is proposed. We close with an outlook of further research opportunities and s
22、ome managerial implications. Purchase situation classification dimensions.In the past portfolio models have been successfully used for assessing more efficiently a companys position in respect to its current position, the projected future and the future desired positions in various dimensions Wind,
23、Douglas 1981, Ansoff, Leontiades 1976,Markowitz, 1952. The pioneering portfolio theory for management of equity was developed by Markowitz in 1952. In the field of industrial marketing and purchasing recently several portfolios have been developed for evaluating customer and supplier relationships s
24、ince the early 1980s. The different approaches can be structured by four segmentation dimensions: product, market, supplier and relationship characteristics. With the term purchase situation we consider all relevant forces and influences related to the acquisition of required materials, services and
25、 equipment, which have a potential impact on the way buyer and seller work together. The following four characterization dimensions underline the magnitude of various aspects impacting this sourcing environment. Figure 1: ABC-Analysis in Chemical industry This classification differs suppliers with s
26、ignificant spent from the mass of suppliers with only small purchase volume Bogaschewsky, Rollberg, 1999 and clearly demonstrates he economic importance of the supplier Baumgarten, Wolff, 1999. Especially in the industrial production industry the ABC-analysis is very helpful, since there it is a com
27、mon situation that the majority of the purchase spent is caused by only few material categories Corsten 1996. Another volume characteristic is number of parts, which is especially important in discrete production. But besides economic volume and number of parts the physical size can also have an imp
28、ortant business impact, especially for products which need large storage space. To reduce inventory carrying cost for large products just- in-time order policies could be in place. Therefore some authors not only categorize the monetary sourcing spent but also number of parts and physical volume Bog
29、aschewsky, Rollberg, 1999. But purchase volume alone can sometimes be misleading. The cheapest component is, in the long run, not necessarily the least expensive. Once the cost of poor quality is factored in the cheapest may well be the most expensive Burt, 1989. Decisions on sourcing strategies can
30、not only be based on purchase value or volume, the perceived risk has to be evaluated including its various components as financial risk, performance risk, social risk and other components Gemnden 1985, p.84,85. Therefore some researchers talk about product and purchase importance Cannon, Perreault
31、1999, Homburg 1999, Olsen, Ellram 1997, Homburg 1995, Matthyssens, Van den Bulte 1994, Metcalf, Frear 1993, Kraljic 1983. Olsen and Ellram 1997 detail the importance by economic factors in terms of “dollar value and the impact on the companys profits” Olsen, Ellram 1997, p.103, by competence factors
32、, which “describe the extent to which the item purchased is part of the companys core competencies” Olsen, Ellram 1997, p. 103 and by strategic importance. The closer the purchased product is to the core competencies of the firm, the greater is the strategic importance of the purchased good Olsen, E
33、llram 1997. Product importance as “the extent to which a consumer links a product to salient enduring or situation specific goals” Bloch, Richins 1983, p. 71 is a broader definition for product characteristics. For Metcalf and Frear 1993 the product importance is not an inherent product characteristic, but its perception by the buy
